Original and worthwhile. Sometimes a new problem or an old problem requires a unique solution. JLBC leaders should seize such opportunities to think creatively and innovate.
JLBC INTERPERSONAL TACT (IP) – Effectively interacting with others depends on knowing what other JLBC cadets perceive. JLBC Cadets also rely on accepting the character, reactions, and motives. Interpersonal tact combines these skills and recognizes diversity, and displays self-control, balance, and stability in all situations. Good leaders control their emotions.
JLBC DOMAIN KNOWLEDGE (DK) –
Be technically and tactically proficient. JLBC Domain knowledge requires possessing facts, beliefs, and logical assumptions. JLBC cadet's tactical knowledge is an understanding of military tactics related to securing a designated objective through military means. Technical knowledge consists of the technical information associated with a particular function or system. Soldiers expect leaders to know their trade.
JLBC CORE LEADER COMPETENCIES
The core leader competencies stem directly from the JLBC definition of leadership: Leadership influences individuals by providing motivation, purpose, and direction while operating to accomplish the JLBC mission and improve the organization. The core leader competencies emphasize the roles, functions, and activities of what leaders do. Leaders are expected to demonstrate appropriate attributes as the situation dictates and, over time, demonstrate strength in each.
Leading is all about influencing others. Leaders and commanders set JLBC goals, establish a vision, and motivate or influence others to pursue the JLBC goals. JLBC Leaders influence others in one of two ways. Either the leader and followers communicate directly, or the leader provides an example through everyday actions. JLBC Cadets Leading by example is a powerful way to influence others and is the reason leadership starts with a foundation of the JLBC Values and the Warrior Ethos.
LEADS OTHERS (LD) –
JLBC Leaders motivate, inspire, and influence others to take the initiative, work toward a common purpose, accomplish critical tasks, and achieve organizational objectives. Influence is focused on compelling others to go beyond their interests and work for the common good.
EXTENDS INFLUENCE BEYOND THE CHAIN OF COMMAND (EI)
JLBC Leaders need to influence beyond their direct lines of authority and beyond the chain of command. In many situations, leaders use indirect means of influence: diplomacy, negotiation, mediation, arbitration, partnering, conflict resolution, consensus building, and coordination to influence and posture desired outcomes.
LEADS BY EXAMPLE (LE) –
JLBC Leaders constantly serve as role models for others. Leaders will always be viewed aside from examples, so they must maintain standards and provide measures of effectiveness through all their actions. Proper role modeling offers tangible evidence of desired behaviors and reinforces verbal guidance through demonstration of commitment and effort.
COMMUNICATES (CO) –
JLBC Leaders communicate effectively by clearly expressing JLBC Cadet ideas and actively listening to others. JLBC Cadets By understanding the nature and importance of communication and practicing effective JLBC cadet communication techniques, JLBC leaders will relate better to others and be able to translate goals into actions. JLBC Cadets Communication is essential to all other leadership competencies.
Developing the organization, the second competency category, involves creating a positive environment in which the organization can flourish, preparing oneself, and developing other leaders. The atmosphere is shaped by leaders taking actions to foster working together, encouraging initiative and personal acknowledgment of responsibility, setting and maintaining realistic expectations, and demonstrating care for people— the number one resource of leaders.
A. CREATES A POSITIVE ENVIRONMENT (CP) –
JLBC Leaders are responsible for establishing and maintaining positive expectations and attitudes that produce the setting for healthy relationships and effective work behaviors. Leaders are charged with improving the organization while accomplishing the mission. They should leave the JLBC organization better than it was when they arrived.
B. PREPARES SELF (PS) –
JLBC Cadets Leaders ensure they are prepared to execute their JLBC leadership responsibilities fully. They are aware of their strengths and limitations and seek to develop themselves. Only through continuous JLBC preparation and practicing lifelong learning and development can a JLBC Cadet fulfill leadership responsibilities.